Tag Archive: Business


Issues about structure are recurring matters of debate and dispute in most businesses. This is because they include matters relating to departmental and sectional groups, the pattern of reporting relationships, the cycle of meetings, information systems, and rules and procedures. A business might be structured in various ways: by function, by product, by service or by geography.

As is the case with most aspects of business, it is unlikely that there is any one ‘best’ model for structure. You would not expect businesses with a professional orientation, such as a legal or medical practice, or a not-for-profit business such as a church or theatre company with a strong values base, to have the same business or management structure as a supermarket or high street bank. The structure of a co-operative would enable the broad-based participation and involvement of its members, while a legal practice would need a more collectivist or collegiate structure. The challenge facing all types of businesses is to develop a structure that recognises what is required while still achieving an efficient use of resources and providing effective services to customers.

Whatever the business, however, structure is pivotal in the relationship between task (what the business does) and process (how the business does it). It is through the medium of its structure that the values, commitments, purposes and aspirations of the business are implemented. Structure has to translate values and processes into a practical, working reality – and to do this while delivering profit to its owners and value to its customers. Functional structures might work best when departments need regular communication with each other. However, a disadvantage may be that functions and the people who work in them may become rather insular.

Structuring by product or service can help to achieve better responsiveness to customer needs, although it might mean professional or functional expertise becomes fragmented. A geographic structure has advantages for a large international business because there are likely to be differences between the markets it serves. There are also likely to be language and cultural differences. However, structuring by location may be problematic in terms of communication and information flows, and support functions such as finance and ICT may have to be duplicated.

SWOT
• STRENGTHS
• WEAKNESSES
• OPPORTUNITIES
• THREATS
Analysing these gives businesses an overview of their position in relation to their external environment. The strengths and weaknesses of a business arise from its internal environment; that is, resources and their use, structure, culture and the different business functions. Which strengths a business decides to build upon and which it seeks to minimise depends on the impact of opportunities and threats from the external environment. Once the external influences on a business have been identified, they can then be judged to be either a threat or an opportunity and can be dealt with, or taken advantage of, as appropriate.

One method of undertaking a SWOT analysis is to consider strengths, weaknesses opportunities and threats in relation to four key business functions: marketing, operations, human resources and finance.

It is very easy to take a basic view of the relationship between business and society. On one hand, some people argue that the aim of business is to do good in the world. On the other hand, some economists claim that the business of business is simply to make profits and it’s not for business managers to make judgements about the needs of society, that is the concern of others, such as politicians. Like most simplified views, these are probably both wrong, or at least overstated. The reality is that society and business depend on each other – businesses are part of society and vice versa – and, like all forms of interdependence, this provides benefits, but also imposes obligations on both parties.

The role of business is largely economic. Unless a business performs its economic functions it will not have the resources to perform other roles, nor will it survive long enough to be an agent for any form of change. Businesses live to produce goods and provide services that society wants and needs, at a profit, and they can’t take on additional responsibilities unless they perform these tasks successfully. At the same time, business depends for its survival and long-term prosperity on society providing the resources – people, raw materials, services and infrastructure – which it needs to operate profitably. Society provides other, less corporeal, inputs to business. Which include a means of exchange (money); a legal system that is effectively policed and enforced; defence and trade arrangements.

These, in turn, depend on the members of the society supporting the values and norms that the business endorses. There is an unspoken contract between businesses and the communities in which they operate. A business is expected to create wealth, supply markets, generate employment, innovate and contribute to the maintenance of the community in which it is situated. Businesses, including their shareholders and other stakeholders, depend on the communities in which they operate for their existence and prosperity. The fundamental role of business is to provide the means by which the needs of the community are met, in the form of goods and services, jobs and income from taxes paid by the companies and their employees. The infrastructure on which industry depends requires long-term commitments (hospitals, schools and so on), and communities expect that businesses will match this with long-term investments. Business is also required to act legally and responsibly with respect to health and safety at work, employment conditions and environmental issues.

How do businesses in practice reconcile the demand for greater profit, lower costs, or ‘more for less’, with the interests of society to secure employment, protection of the environment and tax income? The degree of conflict between maximising profit and serving the interests of the community will depend on the type of business and its relationship with the community. If it is a major employer in the area, or a major customer of local suppliers, then its actions are going to have a substantial impact on the community. The community is a major stakeholder, and there are correspondingly serious obligations on the business to consider the interests and views of the local community when making decisions. This is likely to be in its interests because it will probably depend on local support for business plans. However, increasing globalisation can weaken a business’s ties with its local community. Its headquarters may be in one country, its plant managers from another, its suppliers from yet another, and its profits accounted for in whichever country it is most tax efficient to do so.

It is important that there is communication between the business and its stakeholders. This can be at both the formal and the informal level. Many businesses, for example, encourage their employees to participate in local activities. Typically, companies are good at communicating when they want something, such as planning permission, but allow communication links to lapse when there are no pressing needs.
Many decisions that may seem quite trivial to a business may be of great importance to the local community. An example would be the routeing of delivery trucks. Unnecessary bad feeling can be avoided if the community’s interests are taken into account.

Environmental issues often create tension. Businesses may seek to operate to the lowest legally permissible standards, and may thereby create distrust and suspicion among local residents. On the other hand, local opposition may be voiced through pressure groups that are overtly anti-industry and whose arguments are therefore instinctively rejected by companies, even when they express valid concerns.

The definition of a stakeholder is people or groups who have legitimate interest in activities of businesses and other organisations in their society.
The stakeholder concept is important for 2 main reasons. Firstly it emphasises the fact that stakeholder groups have differing interests. Secondly it highlights the relationship between businesses and their external environment.
There are 4 points that also need to be kept in mind when thinking about stakeholders:

• All businesses have internal stakeholders. They also have external stakeholders these are usually either strongly linked or affected by the business.
• A pretty obvious fact considering that stakeholders are human beings is that they can have differing interests which may conflict
• Culture, structure and control systems within a business will determine how conflicts, or trade-offs, are resolved, and in practice the interests of one stakeholder group often have a dominant position.
• Some stakeholder interests are protected by law, but not all. The interests of other stakeholders are protected, if at all, only by regulation or management discretion whereas owners and shareholders are protected by property and company law.
All businesses have difficulty balancing the interests of their different stakeholders, mainly when the political reality is that different groups have varying amounts of power. Such as:

• Commercial businesses have structures that recognise the dominance of shareholders. However, the legislative and regulatory environment, over, for example CO2 emissions, is increasingly imposing constraints to protect the interests of the other stakeholder groups.
• Voluntary organisations are typically less tightly structured, and priorities may depend on the power of their management committees or trustees. Employees may exhibit greater dominance than those in the commercial sector.
• Government bodies are answerable to taxpayers and to service users, both of which are represented by elected representatives (politicians); in some instances, the reality is that the dominant stakeholder is the employee.

The external environment is the world in which the business operates, it is a large ever changing place made up of:

• Organisations
• Employers
• Suppliers
• Customers
• Other Stakeholders

A business can’t operate with being influenced by and impacting upon the external environment. A key success factor for any business is an accurate understanding of the external environment. A long-term analysis of what is happening in all areas of a business can be monitored, anticipated and dealt with accordingly. The external environment can be defined & analysed using on of the following:

• STEEP – Sociological, Technological, Economic, Environmental, Political
• STEP – Sociological, Technological, Economic, Political
• PEST – Political, Economic, Sociological, Technological
• PESTLE – Political, Economic, Sociological, Technological, Legal, Environmental
• STEEPLE – Sociological, Technological, Economic, Environmental, Political, Legal, Ethical
The idea is the same for all of the models; that there are several main external influences on a business.
The STEEP model uses the 5 headings listed above.

Sociological Factors:

These include demographic changes in:
• Age
• Structure of the population
• Patterns of work
• Gender roles
• Patterns of consumption
• Changes in culture

Technological Factors:

• ICT is lowering the barriers of time and place
• ICT creates new industries
• Many individual jobs and internal service functions have been transformed and are now largely or solely based on ICT systems.

Economic Factors:

• Rate of economic growth
• Interest rates
• Inflation rates
• Energy prices
• Exchange rates
• Levels of employment

The state of a country’s economy pervades all aspects of business life as it affects demand for goods and services, the availability and cost of resources (land, labour, materials & buildings). Both individuals’ and businesses’ behaviour reflects their expectations of economic trends. Governments use changes in the interest rate to try to achieve short-term in levels of demand, investment and spending. Global communication technology has resulted in very high levels of currency trading, which leads to a great volatility in exchange rates.

Environmental Factors:

These are of growing importance as people all over the world are very concerned about the impact of businesses on the natural environment. The following are factors that businesses need to consider:

• Legalisation – Environmental Legalisation is increasing, with the emphasis on pollution control and waste disposal. However there are regulations affecting packaging, transport and distribution and sourcing materials.
• Information – Businesses report regularly on their environmental performance.
• Employees – Employees are interested &concerned about the environmental credentials of their employers.
• Shareholders – Most shareholders of larger businesses are financial institutions who are driven by financial performance. However in several countries a category of ethical investors is emerging.
• Pressure Groups –In the late 20th Century there was a massive growth in pressure groups, most of which were established to deal with particular issues. Many of them broadened their membership bases and became a permanent part of the political scene; these groups include groups such as Greenpeace and Stonewall.
• Customers – There are opportunities for businesses that are operating to high environmental standards to gain market advantage.

Political factors

Political influences affect/most of what we all do. Here are only a few political factors for businesses:
• Legislation – This affects a lot of different aspects of business life. The CIPD (Chartered Institute of Personnel and Development).
• Trading Relationships – Examples of this are the World Trade Organisation and the European Union.
• Government- In many cases the Government is either the largest employer or purchaser of goods and services or in some cases the only customer.
• Public Services – Health Services, Education and the Police Force are all determined on political grounds.
• Taxation – This is a pretty big one for businesses.

The distinction between the factors defined in the STEEP model are rather artificial, this is because in reality the factors are often interlinked.

In Images of Organisation, Gareth Morgan talks about learning the skill of “reading” situations. This is particularly important for people dealing with business situations. “Skilled readers develop the knack of reading the situations with various scenarios in mind and of forging actions that seem appropriate to the readings thus obtained”. The metaphor “implies a way of thinking and a way of seeing that pervade how we understand the world generally”.

Morgan wasn’t intending to categorise different types of business, rather offer different ways of looking at them. The metaphorical lens can help people understand their experiences with them.
Morgan uses eight metaphors to create “images of organization”:

  • A Machine – Businesses are often designed and operated as if they are machines, with highly visible structures and procedures. They offer continuity and security, but tend to fit people into jobs rather than allow much creativity
  • An Organism – This means seeing the businesses as behaving in similar ways to our own biological mechanisms. When the environment around us changes, so do our bodies. Successful businesses are often adaptable and open to change. This may mean that its structures and procedures are less fixed.
  • A Brain – Seeing a business as a brain means realising it has to be able to respond to change and also capable of rational thinking and intelligent change. Being open to inquiry and self-criticism often produces the ability to innovate: as Morgan puts it, businesses become “learning systems” that are able to self-organise.
  • A Culture – When you speak of businesses as cultures, we are referring to the fact that they are made up of sets of values, perspectives and principles, held and sustained by the people who work there.
  • A Political System – Businesses are not only about structures, cultures and hierarchies, they are also about politics. Politics in this context is about the social relations between individuals and groups in a business that involves authority or power. Organisational charts that plot the lines of communications between people will reveal some, but not all of the politics.
  • A Psychic Prison – This more abstract metaphor suggests that some businesses are constrained by themselves. Conventional or usual, ways of organising work and thinking about it can limit change and the adoption of alternative business strategies. Looking at the business in these terms encourages us to dig beneath the surface in order to see the restrictions real or otherwise that may be affecting the business and its ability to operate successfully.
  • Flux and Transformation – Morgan suggests that the secret to understanding businesses from this perspective lies in understanding the constant change shaping our lives. To understand a business we have to appreciate it as an ever changing thing. It grows & regenerates in order to survive.
  • A Vehicle for Domination – This metaphor introduces the idea that businesses can be or an attempt to be dominant. They can or try to impose their will on others. Again it encourages us to dig below the surface in order to understand and appreciate how business can exert power and influence.

Morgan’s framework is considered to be useful as one way of understanding business. It’s not intended to suggest fixed types of businesses. Businesses are likely to be a mixture of different metaphors, which can change over time, or according to circumstance. The metaphors can help to highlight the complexities of a business and their potential impact.

In businesses where there are groups of people working it is important that they’re able to work together. If they are not able to work together, it results in conflict and low productivity. In some cases it can result in major mistakes being made.

Ideally all members of the group should share the same ideas and goals. However in reality often the goals are shared within the team but the ideas about how to achieve that sometimes differ. This can be a good thing as long as there is good clear communication and the ability to compromise in order to get things done.

The team dynamic usually consists of degree of hierarchy, where each person is assigned a role. In a medical setting you can see this within individual departments which are smaller teams within a larger team, that is the hospital, which is a smaller team with a particular trust and so on until you get to the largest team of all the NHS.

Now we’ve all seen the stories on the news about the NHS failing, this is because their are parts of this team that are not working effectively. If you think about it logically each department is essentially a business if it does not work effectively then it loses customers this can then impact on the hospital as a whole because if you have a bad experience in one department then you are not likely to go back or at the very least reluctant to go to the hospital where you had the bad experience fearing that if you do the same thing may happen again.

There are a number of options that can be applied to rectify the situation:

  • Change the Team
  • Alter the hierarchy
  • Take Courses in team management and effectiveness

If you decided to take the 3rd option then your next question is who/where can i find these courses. Well there is a company called Medicology Ltd. This company offers a diverse range of tools to help you make your team the best it can be.

The definition of business excellence is: a state of organizational performance achieved through the successful integration of a variety of operational and strategic elements that enables an organization to become one of the best in its field. Excellence is initially evident when an organization rises above its competitors, and it is usually measured by the ability to sustain a leading or significant market share. The strategic and operational elements contributing to excellence include the organization’s approach to total quality management, quality assurance, quality awards and quality standards, core competency, benchmarking, customer service, the balanced scorecard, and leadership. Taken altogether, these components should produce an organizational approach to the generation, development, and delivery of products and services that is better, cheaper, and smarter than that of the competition. Attempts at becoming an excellent organization have spawned terms such as best practice, best-in-class, and world class manufacturing and are usually associated with a holistic approach to competitive advantage.

So clinical business excellence takes this definition and applies it to clinical settings. Medicology has a centre of excellence in this area. They are already running courses to help the NHS staff develop on both a professional and a personal level. Now they are holding a conference on, yes you guessed it, Clinical Business Excellence. This conference will be held on the 29th June 2010 at Park Crescent Conference Centre. For more details see clinicalbusiness.co.uk.

VAT is value added tax; basically pretty much every item you purchase has VAT added to the cost price of the item. For example a chocolate bar costs the shopkeeper 49p for the consumer the cost of the same bar of chocolate is 52p at the old rate of VAT. Before 1st December 2008 the rate 0f VAT was 17.5%; the current rate is 15%.

The reason for the decrease in the VAT rate was an attempt to resolve the country’s economic crisis by encouraging people to start spending again although I should point out that it is temporary and the reduction will apply only for a short time which given the changes listed below will ultimately mean even greater expense for the companies. Unfortunately when the government decided to introduce this reduction they forgot to consider the sheer cost involved in amending the prices of every item. Not only do you have to ammend the prices on the actual item but you also have to reprogramme the software used to
process the sale (tills or software on online sales), another problem is that the brochures for next year have already been printed thus with the reduction they are now useless therefore it increases the cost to the company. It also generates a further problem because retailers have 1 of 2 options either they can pass the saving on to their customers and make a loss themselves as the wholesale price does not change, alternatively they can basically pocket the difference unfortunately there is no way to prove who is doing what.

Morale is a way of measuring how happy a person is in the workplace. This can be done using various methods which include questionaires or interviews. Medicology has launched a morale testing instrument, for more details see Morale Testing Instrument.

Things that can affect morale levels include:

  • Job Security
  • Levels of Pay
  • The Working Environment
  • Chance to Progress (Professionl Development)
  • The Management

Basically morale has two levels it can be high or low; if morale is high then it means that the staff are happy and productivity will be high but if it is low then staff are unhappy thus having a negative impact on productivity which can be potentially dangerous for example if a doctor has low morale then tey are more likely to make mistakes. It can also cause companies to have high rates of absence as low morale can have a detrimental effect on health as there are links between low morale and mental health problems such as depression. Please be aware that not illness is caused by low morale.

If you find morale is low first you need to identify what is causing the low morale once this has been identified there are a number of options which can applied to rectify this although everyone needs to appreciate that change will not neccessarily occur overnight although if change takes too long staff may assume that management is stalling and morale may further deteriorate therefore communication is key to improving the situation. There are lots of options which may help to rectify the failing morale these include attending training courses such as those provided by Medicology others include open negotiations with staff.

To maintain high morale it is important to recognise staff’s achievements, and offer support when you notice that they are struggling. Although it sounds obvious but most people fail to acknowledge their staff’s achievements I’m not saying that you have to spend lots of money to show your staff that they are appreciated you can use bonuses but there is nothing easier than simply saying: “well done”.